Design, Implementation and Evaluation of a Performance Measurement System for Virtual Enterprises in the Aerospace Industry

Peters, Meikel; Odenthal, Barbara; Schlick, Christopher

doi:10.1007/978-3-540-73766-7_10

Cited by 2 publications

(2 citation statements)

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“…Notwithstanding, the literature recognizes that the successful adoption of lean principles requires a holistic and collaborative strategic vision instead of an adoption focused on specific improvement initiatives (Hines et al 2004); the investigations about key determinants of lean are still mainly focused on production environment (Martínez-Jurado and Moyano-Fuentes, 2014) Traditionally, the literature suggests Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) supporting performance improvement (Chae, 2009;Suh and Kwon, 2006). Some models are identified for analysing the effects of product variety on performance (Thonemann and Bradley, 2002), as well as addressing issues around performance measurement (Ruiz-Benitez et al 2018;Haque and James-Moore, 2005;Peters et al 2008). Since 2000s, researchers propose to combine Six Sigma and Lean strategy to favour performance improvement (George, 2002;Timans et al 2012) and a number of scholars investigated Lean Six Sigma (LSS) also referring to aerospace industry due to its recognized appropriateness to solve complex cross-functional problems and reduce variations in manufacturing processes (Antony et al, 2012.…”

Section: Introductionmentioning

confidence: 99%

Twenty-first century supply chain management: a multiple case study analysis within the UK aerospace industry

Manville

Παπαδόπουλος

Garengo

2019

Total Quality Management & Business Excellence

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In recent years, to stimulate the development of Lean Supply Chain Management (SCM) in SMEs, the UK aerospace industry has developed a change programme named "Supply Chains for the 21st century" (SC21). This programme promotes the use of a simple standard improvement framework, which defines performance goals and standardizes the approaches and tools for continuous sustainable improvement.However, its effective impact on Lean SCM and performance measurement systems (PMS) has not been widely covered in the literature. Adopting a qualitative research methodology approach, this study investigates five significant organizations to explore and contribute to knowledge on Lean SCM and PMS challenges related to the adoption of the SC21 programme.From an academic point of view, the paper highlights the key role of SC21 in accelerating the competitiveness of the aerospace industry by fostering managerial development of supply chain partners. In particular, it highlights the importance of PMS as well as collaboration between supply chain partners for efficient and effective SCM.From a practitioner's perspective, the SC21 performance award is highlighted as a very successful approach in bridging the gap of differing agendas between supply chain partners. SMEs, with support from their larger supply chain partners, can embrace performance measurement practices to improve their performance. More established SMEs with a headcount of more than 50 employees are capable of developing and documenting strategic plans and more sophisticated PMS.

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Section: Introductionmentioning

confidence: 99%

Twenty-first century supply chain management: a multiple case study analysis within the UK aerospace industry

Manville

Παπαδόπουλος

Garengo

2019

Total Quality Management & Business Excellence

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“…Supply Chain Performance Measurement (Gunasekaran, Patel, and McGaughey 2004), EPMM (Bititci et al 2005), PMS-VE (Peters, Odenthal, Schilick 2008) G: KPIs to measure collaboration (Camarinha-Matos and Abreu 2007), PMS-BP (Alfaro, Ortiz, and Poler 2007), PmColNet (Pinto and Lucas 2010), GPM-SME , PMS in Collaborative Networks (Verdecho, Rodríguez, and Alfaro 2011) G: ANP (Verdecho, Rodríguez, and Alfaro 2011) T: GPM-BUS , Net-Challenge ICT platform (Shamsuzzoha et al 2013) Replenishment M: (Q, R) policy , TOC-SCRS (Wu et al 2010) G: VMI, QR, CPFR ; VICS 2011) T: VICS CPFR XML Messaging Model (VICS 2011) T: virtual hubs, SOA (Holmström et al 2002), MAS Share Costs and Profits M: simple/two revenue-sharing contract (Giannoccaro and Pontrandolfo 2004) M: shared-savings contracts, doublé moral hazard (Corbett, de Croix, and Ha 2005), cost allocation (Frisk et al 2006), equitable division of benefits , surplus calculation (Jähn 2010), economic model ( (Mykkänen and Tuomainen 2008), Architectures for Enterprise Integration and Interoperability , CIbFw , MISE (Bénaben et al 2010), orchestration of business processes (Lemrabet et al 2010), GloNet project (Camarinha-Matos, Afsarmanesh and Koelmel 2011), intra/inter-alignment of taxonomy , ONTO-PDM T: CIM, PIM, J2EE, P2P, PSM, ontologies, UEML (Bénaben et al 2010;Cretana, et al 2012), Interop platform to implement collaborative demand forecasting V-collab Forecast Management (Poler et al 2007) M: MDI (Cretana et al 2012) G: KPIs, previous evaluation Lotsizing M: algorithms that apply back-order lot-sizing (Gupta and Brennan 1994), policy (Q, R) (Thomas and Griffin 1996), quantity optimal discount (Corbett and Groote 2000), scheduling of batch jobs (Hall and Pots 2003) M: Distributed Order Promising System (Makatsoris, Chang, and Richards 2004), fuzzy MCDM (Haleh and H...…”

Section: Gmentioning

confidence: 99%

An Approach to support the Strategies Alignment Process in Collaborative Networks

Navarro¹

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Manufacturing enterprises are more and more aware of establishing collaborative relationships with the network partners, due to the advantages associated. CN consist of autonomous partners, each one defining its own objectives and formulating its own strategies. The strategies diversity may result in conflict situations, among the enterprises of the same CN, since contradictions between the strategies formulated might emerge. These contradictions appear when the strategies activated in one enterprise negatively influence the objectives defined by other enterprises of the network. The lack of coherence and concordance among the formulated strategies leads to its misalignment. The connotations derived from the strategies misalignments affect the achievement of enterprises objectives, reducing their performance levels, and influencing on the wellbeing of the collaborative relationships established. If the conflicts that arise, derived from the lack of strategies alignment, remain on time and are not tackled, the strategies misalignment could lead, in the long term, to the breakdown of the CN. The success of obtaining higher levels performance in the CN is directly related with the activation of a proper combination of strategies in each enterprise belonging to the network. This thesis proposes a complete approach, consisting of a model, a method, a guideline and a set of tools, used (i) to identify the degree of alignment of the strategies, from a holistic perspective, and (ii) to propose the activation of the aligned strategies.The main aim of this thesis is to provide the enterprises appropriate mechanisms to remove the strategies misalignment problem, in order to establish long-term collaborative relationships. The proposed solution is based on a mathematical model, which allows to formally modeling the strategies alignment process, solving it through systems dynamic (SD) method. SD allows representing causal relationships between the strategies and the objectives achievement, within the complex system formed by the enterprises of a CN. A performance measurement scheme is provided to quantitatively measure the influences between the strategies and the objectives. Moreover, a simulation tool is used to automatically solve, in a computer program, the proposed model, assessing and supporting the strategies alignment process.The contribution of this thesis has been validated in two industrial pilots belonging to the food and automotive industry.

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Design, Implementation and Evaluation of a Performance Measurement System for Virtual Enterprises in the Aerospace Industry

Cited by 2 publications

References 2 publications

Twenty-first century supply chain management: a multiple case study analysis within the UK aerospace industry

Twenty-first century supply chain management: a multiple case study analysis within the UK aerospace industry

An Approach to support the Strategies Alignment Process in Collaborative Networks

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